Leadership Tip: Obstacles v. Problems

As a manager, a parent, a coach, etc., all of us at one time or another has faced a version of the following interaction:

Them: "I have a problem with ____ (a person, a task, etc.)"

As a caring leader, we may respond like: "Okay, explain the problem and then let's look at some possible solutions"

This framework is so common, speakers and consultants everywhere favor this approach because it enables an "open door, empathetic leader".

I mean, when we're the one bringing a problem to our superior, who among us wouldn't want them to jump in the hole with us to help us find a way out?

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As leaders, we can produce better results by implementing a slight shift in strategy.

Instead of looking and listening for problems to solve, look and listen for obstacles to remove.

Looking and listening for obstacles primes us to ask follow up questions instead of simply reacting to our subordinate's perceived problem.

Them: "I have a problem with ____ (a person, a task, etc.)"

You: "What have you done so far to solve it on your own?"

Them: "I left them a note on their desk" or "I turned the knob to the right", etc.

You: "Sounds like there is more you can do before I need to get involved. I believe in your problem solving skills."

Them: "Yes, I spoke to them in person and worked it out" or "I turned it to the left and it worked as expected"

Of course, in the notional world of a blog post, not everything turns out rosy. They could say:

"I spoke to them but they are not an English speaker and did not understand what I said."

• The astute leaders may see this as more of an obstacle that the subordinate needs support to overcome and will source a translator to address the issue.

Or...

"I turned the knob in all directions and it still didn't solve my problem"

• The astute leaders may see this as more of an obstacle that the subordinate needs support to overcome and will source a plumber to address the issue.

Your leadership takeaway?

Look and listen for obstacles that require your support instead of problems that your subordinate simply wants you to help solve.